ASQ Pikes Peak Section 11 February Best Practices in Employee Engagement: A Closer Look at Baldrige Category 5-Workforce Focus Tom Huberty, CQM/OE Senior Quality Engineer

ASQ Pikes Peak Section 11 February 2009 Are your employees ready for peak performance? 2 Pikes Peak, Colorado

ASQ Pikes Peak Section 11 February What else can I do? What is the best method to effectively engage employees in the task at hand? What is the best way to increase discretionary effort? What is the biggest issue that bothers you about the workplace? How do you engage employees who see no vested interest in their participation? What different or special cases are present into day’s work place? How to keep personalities out of employee interaction/ criticisms. What factors do you look for in employees to assess their performance so that you can better mentor them? (I am terrible at performance reviews) What happened to having to meet set specifications for the job? Begin With the End in Mind: Your Questions

ASQ Pikes Peak Section 11 February Other Items to Cover Workforce Focused terms, core values and concepts Review of Best Practices related to Category 5 (Workforce Focus) with linkage to performance excellence in the other Baldrige categories; Map examples in the winning Baldrige applications; Consider some future directions for workforce approaches. Answer other questions you might have

ASQ Pikes Peak Section 11 February Core Values and Concepts Core Value or ConceptYNWhy/How? Visionary Leadership Customer-Driven Excellence Organizational and Personal Learning Valuing Workforce Members and Partners Agility Focus on the Future Managing for Innovation Management by Fact Social Responsibility Focus on Results and Creating Value Systems Perspective

ASQ Pikes Peak Section 11 February Workforce Linkage through the Baldrige Criteria Organization Profile Leadership Strategic Planning Workforce Focus Item 7.4 Workforce Results Culture Mission, Vision, Values Employee Segments Technologies Strategic Challenges 5.1 Workforce Engagement 5.2 Workforce Environment Deployment of leadership messages to the workforce HR Plans to accomplish strategic objectives and action plans Levels, trends, comparisons of workforce engagement, capability and capacity, and climate

ASQ Pikes Peak Section 11 February 2009 Managing the Employee Lifecycle Process Your job: Managing the “killer bees” : buying, building, borrowing, bounding, bouncing, binding the talent your organization needs to compete.

ASQ Pikes Peak Section 11 February Item 5.1-Workforce Engagement Workforce Enrichment Key factors affecting workforce engagement-Poudre Valley Health System Organizational culture-North Mississippi Medical Center Workforce performance management system-Caterpiller Workforce and Leader Development Workforce Development-Ritz-Carlton & EJ Ajax & Sons Leader Development-Caterpiller Assessment of Workforce Engagement Assessing Workforce Engagement-Branch-Smith Relating assessment findings to key results in Category 7 to identify opportunities for improvement-Montfort

ASQ Pikes Peak Section 11 February Workforce Environment Workforce Capability and Capacity Assess workforce capability and capacity needs including skills, competencies, and staffing levels-North Mississippi Medical Center, Poudre Valley Health System Recruiting, hiring, placing, and retaining new employees- Branch-Smith How do you manage and accomplish the work of your organization-Ritz-Carlton Hotel Company How do you prepare for changing capability and capacity needs? Minimize workforce reductions? OMI Workforce Climate Ensure and improve workplace health, safety, and security- EJ Ajax & Sons Support for workforce via policies, services, and benefits- North Mississippi Medical Center

ASQ Pikes Peak Section 11 February Baldrige Winners’ Exemplary Practices Ritz-Carlton Hotel Co. ”We are Ladies and Gentlemen serving Ladies and Gentlemen” Three Steps of Service The Basic Empowerment Process Daily Line-up “Skilled and Empowered Work Force Operating with Pride and Joy” North Mississippi Medical Center Servant Leadership “Placing employees in the center reflects our realization of the importance of a motivated, engaged, workforce in accomplishing our mission and ensuring a sustainable organization” PEOPLE drive everything Hiring Process Leadership Development & Succession Planning OMI Most employees were inherited when OMI takes over the contract to operate the wastewater treatment facilities and its OMI’s policy to retain as many former employees as possible. When starting a new project, OMI brings former municipal employees, now OMI associates to ease the transition Obsessed with Quality process is cultural basis “At OMI, associates are paid to think.” Branch-Smith Printing Division Process-mapped culture with strong Christian values Pre-employment screening tool for assessing attitudes of job candidates regarding integrity, responsibility, and work ethic Detailed orientation plan Best employee satisfaction among the 13 organizations with employee satisfaction mapped by various areas linking improvements to productivity

ASQ Pikes Peak Section 11 February 2009 Baldrige Winners’ Exemplary Practices Caterpiller Financial Services Living our shared values program: “We are people of integrity who respect and care for others in our workplace and our world. We are driven by the freedom and responsibility to exceed expectations of those we work with and serve. Six sigma culture with very well-defined planning process Employee Performance Management System Poudre Valley Health System Employee survey in 1997: 1) “What makes you want to jump out of bed and come to work? And 2) How do we build a culture that supports that?” Annual Physician Survey and annual volunteer survey “best collaboration of nurses and doctors relative to any trauma program in US” Workforce engaged in workplace design of remodels which incorporates Disney concept of separating public spaces from patient flow Opportunities in workplace learning Monfort School of Business High touch, wide tech, professional depth is the underpinning of the HR plans and work system Reward and recognition program Extensive employee education in career development, technology training, and continuous improvement Staff survey results commendable Sunny Fresh Foods Second Baldrige Award Crosby-based Quality Approach-4 Absolutes Continuous Improvement training for all Superlative recognition and reward process, both formal and informal linked to core values Sunny Fresh University ESL classes as well as Spanish classes 11

ASQ Pikes Peak Section 11 February Your Next Steps & Summary Conduct the research necessary to understand employee lifecycle processes in your organization Mine the Baldrige winners for hints on models to adapt to your organization by downloading selected application summaries from NIST website Read application summaries, highlighting those practices that resonated with your organizational profile Be a strategic partner to your organization in seeking the Baldrige- winning approaches/models by adopting and adapting them in your organization Introduce benchmarked ideas into your organization for implementation Thank YOU. Tom Huberty BAE Systems